Plagiarism & Correct Referencing (2)

Write by using the tone of a third person as The author feels that .. and not I feel nor I say . You can quote cases from IBM, Motorola (USA), Toyota and Honda (Japan) but should include your views on what do you think about their common strengths, weaknesses & the commonality or differences ? and share your thought on the yes of no (if any). The importance of cross referencing.

The correct way of writing

You can use: (a) Lim (2001) says .. or (Lim, 2001). (b) Friedman (2005) mentions that or .. (Friedman, 2005). (c) Strategically, managers should think global as the world has shrunk by the effect of globalization (Lim, 2001; Friedman, 2005) a common reference.

Advice on the right format in your writing

To those of you are at the stage of preparing your Directed Research / Research Project, my advice is: (a) use as much as possible your own words. (b) summarise your comparison & results by sharing own views by using your own created table(s) or diagram(s). (c) use cross referencing extensively in the last 3 sections of Results, Summary and Conclusion. (d) most importantly, ensure that your research objectives are clearly stated at the front and be met in the last section on conclusion.

Case Studies and their use

What is Case Study ? Record of real life business experience with highlight on the past issues which are valuable for managers to review & learn to enhance both problem solving & decision making skills through classroom interaction. Purpose of having cases ? As important teaching tools in MBA, pioneered by HBS to help managers establish learning curve in a shortest possible time. How to analyze cases ? Analyze Empathise Think clearly by making logical deductions Differentiate the various types of information Detect important missing information Identify ethical issues.

Common strategic approaches

Environmental scanning: PEST / SWOT analysis. Generic strategies: Focus, Development (product/ market); Differentiation (product/ price); Niche marketing; Turnaround strategy or Status quo. BCG matrix: problem child; dog; star; cash cow in terms of market share and market growth rate. Porters 5 forces: Rivalry, Substitute of new products, Substitute of new entrants, Bargaining power of suppliers / customers. Product life cycle: Introduction Growth Maturity Decline.

Organizational Behavior (OB)

(Introduction 1) _______ Reference books: Schermerhorn, JR (7th Ed). OB. New York: John Wiley. Robbins, SP (9th Ed). OB. New Jersey: Prentice-hall. Important web sites: www.wiley.com/college/schermerhorn www.prenhall.com/phbusiness Assessments: Participation & classroom discussion, Assignments 1 & 2 25% each Final (case) exam SWest Airlines Org Culture - 50%

Organizational Behavior (OB)

(Introduction 2) _______ All businesses require the following resources :(a) Financial (b) Information (c) Tools or Physical (d) Human. Among the 4 resources, Human Resource is the key driver to determine the competitiveness of modern companies. Research conducted shows High Performing Org (HPO) are highly dependent on (motivated) staff behavior. This forms the (healthy) Corporate Culture in organizations. The study of employee behavior is known as Organizational Behavior (OB) or broadly named as Behavioral Science in most foreign Universities.

1) Organizational Behavior (OB)

What is OB ?
- Study of the impact that individuals, groups & structure have on behavior within organizations, for the purpose of applying such knowledge towards improving an organizations effectiveness.

What are the related areas to OB ?

- Study of the environment; Managing individuals,

groups, organizations, processes & culture in order to expand the potential of individuals & the organization for greater success.

1.1) Studies related to OB

Sociology Study of people in relation to their fellow human beings. Psychology Science that seeks to measure, explain & change the behavior of humans & other animals. Anthropology The study of societies to learn about human beings and their activities.

1.2) Organizational Behavior

Trends in the new workplace. [The past & the present] - Workforce diversity;
- Glass ceiling effect - hidden barrier limiting women & minorities; - Organizational learning - importance of information & knowledge; Learning organization?

Research methods in OB: Field study, Statistics,

Lab. (simulation), Survey or case studies.

2) Organizational Behavior
Contingency approach - meet the needs of different
management situations. Intellectual Capital (IC) / Resources Human Capital, Structural Capital, Customer Capital. Resource inputs => Transformation process => Product outputs. Look at org structure & roles of managers. Henry Fayol: Planning (choosing goals); Organizing (create structures & work systems); Leading (inspiring staff); Controlling (performance & results). Intellectual abilities capability to perform mental activities.

3) Roles of Managers
10 roles of effective managers:
(a) Infor roles: handling infor by monitoring, disseminating & communicating. (b) Interpersonal role: interacting with others as figurehead, leading & liaising. (c) Use infor for making decision: as an entrepreneur, disturbance handler, resource allocator, negotiator. Skills: technical, human & conceptual.

4) High Performance (PER)

Senior managers => Managers => Operating
(k-) workers => Clients TQM Mgmt that is driven by the constant attainment of customer satisfaction through continuous improvement of all org processes. Reengineering Reconsiders how work can be done & the organization can be structured from scratch. High Performance Org (HPO) - TQM, Organizational Learning, employee involvement, work team, integrated production technology. Learning involves change in behavior of individuals (of either good or bad to organization).

OB & Globalisation
Globalisation: involves growing worldwide
interdependence of resource suppliers, product makers & Business competition. Corporate Culture: learned & shared ways of thinking & actions among employees in an organization. Dimensions of Culture: Language; Time Orientation (Observe monochronic [handle 1 thing at a time] & polychronic [handle many things concurrently] culture in your workplace); Use of space; Religion. Hofstedes National Cultures: Power distance, Uncertainty avoidance, Individualism-collectivism, Quantity/quality of life, Short/long term orientation.

Hofstedes National Cultures

By Geert Hofstede from Netherlands. Who had covered 116,000 questionnaires in 50 countries; 23 countries in Stage 2. On IBM companies in 50 countries. Twice from 1968 to 1972 in Stage 1. Resulting in 5 dimensions.

e.g. UK, USA highest on individualism & short power distance. Asian countries more collectivist & longer power distance. Hong Kong - ranked highest on quality of life. China & HK have long-term orientation; US & France are on the low side. How cultures deal with relationships among people ? (Trompenaars framework on cultural diversity) [Universalism - rules & consistency, Particularism - relationships & flexibility; Individualism - freedom & responsibility, Collectivism - group interest & consensus.] Temporariness organizations today are more on long periods of ongoing change, interrupted occasionally by short periods of stability.

Multinational corporation : Global manager, Multicultural workforces, Expatriate managers. Cultural relativism - ethical behavior is determined by its cultural context. Global organizational learning - ability to gather from the world at large the knowledge required for long-term organizational adaptation. How does globalization affect people at work ?
(communication; mutual understanding of each others culture;
practising team work; to compromise; open-minded)

Workforce Diversity (Chap 4)

Increasing heterogeneity of org with inclusion groups
based on different gender, race & ethnicity, age & able-bodiedness. Ability (capacity to perform tasks), Aptitude (capability to learn); Personality (overall profile or characteristics perceived by others). - determined by Environment (cultural, social & situational factors) & Heredity (physical characteristics, gender). Attitudes (a) reflect how one feels about something. (b) are evaluating statements concerning people, objects & events.

Personality
It is a dynamic concept describing the growth and development of a persons whole psychological system it looks at some aggregate whole that is greater than the sum of the parts. The environment we are exposed to plays a substantial role in shaping our personalities. e.g. The Japanese & Chineses characters of facing problems.

Developmental approaches - ways in which

personality develops across time.

Argyriss maturity-immaturity continuum:

(passive/ dependence; limited behavior; shallow interests; subordinate position; little self-awareness)

Personality traits - Big 5 personality (outgoing;

cooperative; responsible; relaxed; broad-minded). Social traits (surface level), Personal conceptual traits (personal thinking), Emotional adjustment traits (Type A - keen to achieve & rapidly moving; Type B - easy going & theres no sense of urgency).

Employee Deviance
Production intentionally working slowly. Property stealing, sabotage. Political blaming co-workers. Personal aggression verbal abuse.

Values - Broad preferences concerning appropriate courses of action or outcomes. (p 73) - tend to be relatively stable & enduring. Terminal values - Persons preferences on ends to be achieved. Instrumental values -Persons beliefs about the means for achieving desired ends. (p 73) Allports 6 value categories - Theoretical, economic, aesthetic (beauty/ form/ artistic harmony), social, political, religious (unity). (p 74) Maglinos values -Achievement, concern for others, honesty, fairness. (p 74)

Beliefs -----------> feelings -----------> Intended & values (create) (influence) behavior Why do you think its important to understand the 3 components of Attitudes (p 75) ? What is workforce diversity, and why is it important to manage it by a Global Manager ? Ethical dilemma situation in which an individual is required to define right and wrong conduct.

Perception & Attribution (Chap 5)

Perception - Process through which people receive, organize & interpret infor from their environment. Factors influencing the perception process [Stages of perceptional process: attention, organization, interpretation, retrieval] Common Perceptual Distortions: Halo effect (p 91) [one attribute of a person is used to generate overall impression] ; Contrast effects (p 92); Attribution theory (p 95) - understanding causes & assess the responsibility for outcomes.

Motivation & Reinforcement (Chap 6)

Motivation (p 103); Law of Effect. (p 104) Think of how to practise those extrinsic rewards in your organization with no direct cost. (p 105) Shaping: the meaning and the application. (p 106) Tenure (term of service) is negatively related to staff turnover & also the best predictor of turnover. Reinforcement - continuous, intermediate, negative reinforcement (discussion) (pp 107-109). The related ethical issues (p 110).

Motivation Theories (pp 111-121)

Maslows hierarchy of Neeeds (p 111): Physiological, safety, social, esteem, self-actualization needs. McGregors Theory X (employees wth negative thinking) & Theory Y (motivated employees) Herzberg 2 factor theory: hygiene (salary, peers, work condition) & motivator (growth, work itself, recognition). ERG theory (p 112): Existence (concerned wth the basics); Relatedness (requires interpersonal relationships); Growth (intrinsic desire for personal development).
Ques: In your own words, briefly explain each of the above models. In what way that each model can assist you in changing your organization to a HPO ?

Differentiate Equity, Expectancy & Reinforcement Theory : Equity Theory individuals compare their job inputs & outputs with those of others & then respond so as to eliminate any inequities. Expectancy Theory - employees are motivated by individual beliefs regarding effort / performance relationships & work outcomes :(a) Individual effort : Effort-performance relationship. (b) Individual performance : Performance-reward relationship. (c) Organizational reward : Rewards-personal goals relationship. Reinforcement Theory predicting factors inclusive of quality & quantity of work, persistence of effort, absenteeism, tardiness & accident rates. No insight to employee satisfaction nor decision to quit. Facets of Job Satisfaction: work; quality of supervision; relations with co-workers; opportunities for promotion; pay.

Performance Equation
Performance = f ( A x M x O ) where A : Ability M : Motivation O : Opportunity

Norms acceptable standards of behavior within a group that are shared by the groups members. Conformity adjusting ones behavior to align with the norms of the group. Social loafing the tendency for individuals to expand less effort when working collectively than when working individually. Cohesiveness degree to which group members are attracted to each other and are motivated to stay in the group. Synergy an action of 2 or more substances that results in an effect that is different from the individual summation of the substances. Groupthink phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. Groupshift a change in decision risk between the groups decision & the individual decision that members within the group would make.

Stages of Group Development

Stage 1 Forming : characterized by much uncertainty. Stage 2 Storming : characterized by intragroup conflict. Stage 3 Norming : characterized by close relationships & cohesiveness. Stage 4 Performing : when the group is fully functional. Stage 5 Adjourning : concern with wrapping up activities.

Relationship between Group Cohesiveness, Performance Norms, and Productivity High Cohesiveness & High Performance norms => High productivity High Cohesiveness & Low Performance norms => Low productivity

Effects of Group Processes

Potential group effectiveness + Process gains -Process losses = Actual group effectiveness

Group Problem Solving & Decision Making Decision making style: 1) Personality of the manager. 2) Skill & ability of the manager. 3) Organizational climate. 4) Employee personality. 5) Group size and diversity.

Managing Teams [Assuming your org as an educational institution]

1) Content: Defining OB & the area of study. 2) Technology: Experiential learning; communication and bonding process emerged. 3) Roles: Participants roles. 4) Climate: Values of openness & sharing. 5) Structure: Teams formed under supervision.

Communication Process Model Source => Encoding => Channel => Decoding => Receiver
Jargon specialized terminology or technical language that members of a group use to aid communication among themselves. Grapevine organizations informal communication network. Cross-cultural communication to overcome cultural barriers. Electronic communications e-mail, cell phone, etc.

Four Communications Networks: a) Chain b) Y c) Wheel d) Circle

Chapter 11 Approaches to Leadership

(a) Leadership : - plays a central part in understanding group behavior. - provides the direction toward goal attainment. - is valuable in improving group performance. (b) John Kotler : - leadership is about coping with change. (c) Leadership : - as the ability to influence a group toward the achievement of goals. (d) Strong leadership is needed for optimum effectiveness by means of inspiring organizational members.

Behavioral Theories for Leadership

Trait theory leadership is inborn. Behavioral theory leadership can be trained. Ohio State Univ Study leadership high in expectation tends to achieve high employee performance & satisfaction. Univ of Michigan Study employee & production oriented. Employee-oriented leaders are associated with higher group productivity. Managerial Grid Blake & Mouton proposed styles of concern for people & concern for production. Authority type low concern for people, high concern for production. Lassiez-faire high concern for people, low concern for production. Contingency theory Fiedler Model group performance depends on good match between leaders style & situation. Leader-member exchange theory because of time pressures, leaders establish a special relationship with a small group of their followers. Path-goal Theory was proposed by Robert House: directive, supportive, participative, achievement-oriented to followers.

Chapter 12 - Contemporary Issues in Leadership

Types of trust deterrence-based (manager-employee relationship), knowledge-based (information about someone & to predict their behaviors), identification-based (emotional connection between parties). Charismatic leadership having vision, sensitive to environmental constraints & follower needs to enable high performance. Transformational leadership inspire followers to transcend their own interests for the good of the organization. Visionary leadership ability to create & articulate vision of the future for an organization to grow out & improves upon the presence.

Leadership Roles
Providing team leadership Mentoring

Self-fulfilling Prophecy at Work (A) Manager expectations Evaluation;

attribution

Allocation

(E) Achievement
Performance

Work facilitation

(B) Leadership Influence

Self-evaluation;

attribution (D) Effort

Motivation

(C) Subordinate Self-expectations

A Comparative Summary of Leadership and Management Features Management: Carrying out traditional management functions: Planning, budgeting, Organizing, Staffing, Problem Solving, Control. Assuming roles as required: Interpersonal roles of symbol figurehead, liaison with key people, supervisor of employees; Informational roles of information monitor, information disseminator, and spokesperson; Decision-making roles of innovator within the unit, disturbance handler, resource allocator, and negotiator. Leadership: Challenging the status quo. Developing vision and setting direction. Developing strategies for producing changes towards the new vision. Communicating the new direction and getting people involved. Motivating and inspiring others.

Factors affecting Group Development & Performance: Context - External environment; Organizational characteristics; Org Culture. Purpose - Goals and objectives; Task and Project characteristics. Composition and Diversity- Members attributes; Demographic characteristics; Members needs. Structure - Group size; Norms; Role differentiation; Subgrouping; Group technology. Processes - Formation process; Decision making; Problem solving; Communication; Boundary management; Socialization process. Leadership - Task oriented; Emotional & social; Maintenance; Multiple leaders.

Chapter 13 Power and Politics

Power capacity that A has to influence the behavior of B, so that B acts in accordance with As wishes. It may exist but not be used. Leadership & Power Leadership requires congruence between the goals of the leader and those being led. Power is merely dependence. Leadership focuses on (a) downward influence on ones followers; (b) style. Power encompasses a broader area with focus on tactics. Bases of Power formal power, reward power (comply due to positive), legitimate power (position of authority), information power. Power tactics ways power holders get what they want, assertiveness, power in group. Factors contributing to Political Behavior individual factors, organizational factors, zero-sum approach. When employees see top management successfully engaging in political behavior, a climate is created that supports politicking. - Perceptions of organizational politics are negatively related to job satisfaction. benefits - Org politics will lead to anxiety or stress which when it gets too much, employees will quit.

Chapter 14 Conflict & Negotiation

Conflict a process that begins when one party perceives that another party has negatively affected something that the first party cares about. Human relations view conflict is a natural occurrence in all groups, organizations which is inevitable. The Conflict Process Potential opposition; Cognition (formal the process of knowing something) & Personalization; Intentions; Behavior; Outcomes; Negotiation; Bargaining Strategies. Negotiation process Preparation & planning, Definition of ground rules, Clarification & justification, Bargaining & problem solving, Closure & implementation.

Issues in Negotiation
Gender differences in negotiations. Cultural differences in negotiations. Third-party negotiations. Exercises for group discussion : Page 315 Unethical to Lie. Page 316 Working at ThinkLink

Chapter 15 Work Design & Technology

Motivating Potential Score (MPS), a predictive index
suggesting the motivating potential in a job = [ skill variety + Task identity + Task significance ] / 3
X Autonomy X Feedback

Autonomy the degree to which the job provides substantial freedom & discretion in scheduling the work & in determining the procedures to be used in carrying it out. Feedback the degree to which carrying out the work activities required by a job results in the individual obtaining direct & clear information about the effectiveness of his or her performance.

The PDCA Cycle

Plan-Do-Check-Act (PDCA) is a summary for never ending improvement. Management plans a change, does it, checks the results and, depending on the outcome, acts to standardize the change or begin the cycle of improvement again with new information. This cycle treats all organizational processes as being in a constant state of improvement.

Work Redesign Options

Job Rotation. Job Enlargement. Job Enrichment. Compressed workweek. Flextime. Job Sharing. Telecommuting. Discussion : Technology is changing Peoples jobs & their work behavior.

Chapter 16 HR Policies & Practices

Job Analysis. Job Description a written statement of what a jobholder does, how it is done, and why it is done. Job Specification states the min acceptable qualifications that an employee must possess to perform a given job successfully. Types of Training interpersonal, problem solving skills, etc. 360-Degree Evaluations

Chapter 17 Organizational Culture

Dominant culture - core values. Subcultures mini-cultures in a department. Culture is the social glue that helps hold the organization together. Culture as a liability or barriers to change, diversity. Org Cultures Form Philosophy of founder selection criteria top mgt / socialization Org culture.

How Org Culture impacts Performance

Objective factors (innovation & risk taking, outcome/ people/ team orientation, aggressiveness, stability) => Org culture Strength (high) Performance or, => Strength (low) => Satisfaction. Exercise: text page No. 530 Org Culture cant be changed. Tips: only crisis can bring about the changes.

Chapter 18 Change & Stress Mgmt

Forces for change workforce, technology, economic shocks, competition, social trends, world politics. Change agents persons who act as catalysts & assume the responsibility for managing change activities. Resistance to Change habit, security, econ factors, fear of unknown, selective information processing.

How to overcome resistance to change?

Education & Communication. Participation. Facilitation & Support. Negotiation. Manipulation. Coercion application of direct threats or force upon resisters.

Lewins Three-step Change Model

Unfreezing => Movement => Refreezing Org Development a collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness & employee well-being. Inverted-U Relationship between Stress & Job Performance

Learning Organization
With shared vision on which everyone agrees. People discard old ways of thinking & doing their jobs. Members think of all organizational processes, interaction with environment as part of a system of inter-relationships. People openly communicate with each other. People sublimate personal interest & fragmented departmental interests to work together to achieve the organizations shared vision.

SW the worlds most successful airline

Has been profitable every year for 31 years an unsurpassed record in the highly turbulent, frequently unprofitable, airline industry. During the same time, most competitors have struggled to achieve even three or four years of consecutive profitability. Market value of USD 9 billion in year 2002. Provided a low cost service like TOYOTAs lean practices by utilizing its resources efficiently, while providing record levels of reliable service.

Reviewing the case on Southwest Airlines OB

Issue: after the 911 tragedy, SW chose to retain staffs while other competitors layoff staff force to ensure survival. Leadership of Kelleher: How did he shape the culture of SW ? Is there any correlation between Leadership and Culture ? Why do you think so ? What are the KSF (Key Success Factors) of SW ? What are the other subculture of SW & the influencing factors ? Their Implication for OB in Southwest Airlines ?

Proposed format for OB Assignment 1

Introduction Key Shifts in the Business Environment Past and Current Trends The Environmental Changes and their Effects Positive and Negative Impacts (A summary) Implications Summary of Changes of the key concepts of Organizational Behavior 7.1 Globalization 7.2 Workforce Diversity 7.3 High Performance Organization 8. Conclusion 1. 2. 3. 4. 5. 6. 7.

Case: Leading with Taste - StepStone

1)The position of Jane and Piet (1999-2001-2008) respectively. 2) What type of business is StepStone in ? 3) Why was Piet given the coveted leadership award ? What are the magic touch that Piet has practised to improve the culture of quality in StepStone ? 4) What are the challenges faced and yet handed well by Piet ? What has he done to improve StepStone from 2002 onwards ? 5) Why do you think it is essential for employees to work as a team and be the team players in StepStone? 6) Comment the leadership style of Piet. 7) Why was Jane kept feeling that something was not right in StepStone from the beginning until the end of the interview?